An examination of strikes and alternatives to the strike in public employment. (Editor)

An examination of strikes and alternatives to strikes in public employment. (Editor)

The five issues presented here are keys to understanding how collective bargaining affects colleges and universities. (MM)

Discusses disputed points of a strike of faculty at Stevens Institute of Technology, Hoboken, NJ. Reviews history of the development of the conflict between faculty and administration. Reports the current status of the strike, in which the American Association of University Professors (AAUP) acts as bargaining agent. (CS)

Discusses the ramifications of the National Labor Relations Board extension of jurisdiction to private, nonprofit institutions of higher learning. Discusses: status of faculty, appropriate bargaining units, unfair practices, and an assessment of the board's performance. (Author/PG)

Reviews current case law alerting public institutions as well as those covered under the National Labor Relations Act to consequences and problems of faculty unionization, including issues of conflict between the faculty senate and a union, exclusive representation, supervisory status of faculty members, and scope of negotiation issues. (JT)

Guidelines are given for a college or university in urging its employees to vote for "no union" when a union has demanded recognition as the exclusive bargaining representative of an employee unit. Campaign techniques in a unit of faculty and non-faculty members are discussed separately. (JT)

Mediation and mediation-arbitration (med-arb) are two forms of third-party conflict intervention that can affect integrative agreements in labor-management negotiation. In an attempt to evaluate the relative value of each of these two methods, 160 volunteers, almost all business students, were randomly placed into a mediation triad, a med-arb…

Describes six representative grievances that have arisen in Pennsylvania state colleges since enactment of public employee collective bargaining legislation, focusing on case backgrounds, applicable contract provisions, contentions of opponents, and arbitrators' decisions. The grievances discussed involve termination of employment, tenure,…

Offers guidelines for productive negotiation between management and workers, including a role-play exercise designed to improve negotiation skills. (Author/WD)

Based on a review of periodical, ERIC, and monographic literature, this paper examines the history of collective bargaining in higher education, the factors which have influenced its growth, its impact, problems and difficulties that have been reported, and suggestions that have been made to solve these problems. The introductory section of the…

A primary rule for implementing the collective bargaining grievance process in higher education is to settle early and at the lowest possible level. To achieve this or to prevent grievances, clear contract language, a contract administrator, and a "two-one-one" grievance structure should be adopted. (Author/JMD)

Over the 29-year period from 1966 to 1994, the number of faculty strikes recorded by the National Center for the Study of Collective Bargaining in Higher Education and the Professions totaled 163. They transpired in 96 two-year and 67 four-year institutions. The vast majority involved faculty members employed at public sector colleges and…